Change Management Proposal for Lakeland Wonders

This paper proposes a change management plan for Lakeland Wonders, evaluating various change frameworks and discussing the needs for the change. It also highlights gaps in the proposal and provides recommendations.

Running head: CHANGE MANAGEMENT
Change Management
Name of the Student
Name of the University
Author Note

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Executive Summary:
The paper is focused in specifying a change proposal for an organization named Lakeland
Wonders. The paper evaluates the form of the change with precise focus on various change
frameworks. Apart from this, it discusses the needs for the change proposal as well. The gaps
in the proposal is also included in the paper.

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Table of Contents
Introduction:...............................................................................................................................3
Frameworks:...............................................................................................................................3
Van de Ven and Poole’s Framework of Change:...................................................................3
Burne’s Speed and Scale Framework of change:...................................................................3
Alvesson and Karreman’s Metaphors of Change Framework:..............................................4
Allen, Maguire and McKelvey’s organizational complexity framework:.............................4
Needs for the change:.................................................................................................................4
Appropriateness of the Change Proposal:..................................................................................5
Gaps:..........................................................................................................................................5
Recommendations:.....................................................................................................................6
Conclusion:................................................................................................................................6
References:.................................................................................................................................7

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Introduction:
The organizational culture of the workplace effectiveness is a significant issue in the
modern world of business (Alvesson & Sveningsson, 2015). The organizations are striving
towards the generation of increased amount of revenue and in order to achieve that, they are
observed to be associated in the mergers or acquisitions and business expansions. The
organizations with such intention of market expansions are observed to restructure their
strategies with a precise focus on the culture of the organization and the effectiveness of the
employees in achieving the change (Cameron & Green, 2015). The paper is focused in
describing a case of Lakeland Wonders. The paper discusses the various aspects of the
change took place in the mentioned organization.
Frameworks:
Van de Ven and Poole’s Framework of Change:
The organization, Lakeland Wonders, was observed to face significant amount of
issues in the manufacturing and the design section as both the departments were observed to
pull down the growth of the organization. Hence in order to manage the decline in the quality
of the products of the organization, the CEO of the organization, Cheryl Hailstrom introduced
the idea of recruiting Cecil and Pat Sampsen as both the employees were renowned for their
good works and were recognised as well. Apart from that, Cheryl wanted the organization to
shift to the mid-market from the upscale market in order to reduce the manufacturing cost so
that they be able to catch the Bull’s Eye deal. It is evident that the change proposed by Cheryl
was following the dialectic approach of change according to the Van de Ven and Poole’s
framework of change.
Burne’s Speed and Scale Framework of change:
The CEO of the organization Cheryl Hailstrom wanted the changes to be implemented
with significant amount of urgency as the lucrative Bull’s Eye deal was available for a very
short period of time. Cheryl wanted the organization to start manufacturing from mid-market.
But when Mark Dawson shared his doubts on the absence of the infrastructure, Cheryl was
prompt in her approach to mention the concept of offshore manufacturing and the
outsourcing (Castellani & Pieri, 2013). With the contract between the labour unions and the
organization approaching its end, Cheryl’s decision was significantly risky and rapid in
nature (Hornstein, 2015). With a series of change proposal starting from the recruitment of

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efficient employees to the shift in focus for the market, the organization was facing a large
scale change of turbulent nature. It is visible from the mentioned change proposals that the
change was following the structural form.
Gaps:
Cheryl felt that two of the departments of the organization is not properly operating.
Hence she tried to introduce two new employees. But it is felt that the exchange of the
concern from the part of the management to the faulty sections of the organization was in
need to be taking place. It could have been significant in order to increase the efficiency of
the existing employees and on the other hand considering the approaching contract end
between the employee’s union and the organization, the risk element associated with the
proposal could have been minimized. Apart from that, Cheryl was not observed to comment
anything on the monitoring of the quality in the mid-market manufacturing which was also a
significant gap in the proposal as the outsourced employees may or may not be able to
provide quality in their products (Plugge, Bouwman & Molina-Castillo, 2013).
Needs for the change:
As mentioned earlier, the organization was affected in a significant manner due to
incapability and intentional drop in efforts by two major departments of the organization. The
design section of the organization was associated in unethical business conduct where the
department was observed to promote the ordinary design firm instead of using the quality
firms. This was significantly reducing the quality of the products of the Lakeland Wonders
compared to other competitors. Apart from this, manufacturing section of the organization
was not interested in increasing the workload so that the productivity of the organization can
be increased and the organization gets the chance to achieve their desired growth. Under such
condition, Cheryl was feeling the need to introduce new and effective employees into the
workforce to make sure that the workforce becomes more productive and the presence of
politics around the organization gets reduced (Christopher, 2016).
Along with this, the organization was facing a significant opportunity to meet their
desired growth with the Bull’s Eye deal. But in order to achieve that, the organization was in
need to make sure that the pricing of the products of Lakeland is in perfect alignment with the
Bull’s Eye. Cheryl felt that can only be managed by the manufacturing the products from the
mid-market instead of upscale market. In order to go for the mid-market manufacturing,

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Cheryl tried to introduce the concept of outsourcing. The outsourcing of the infrastructure
could have made it easier for the organization to achieve the Bull’s Eye deal.
Appropriateness of the Change Proposal:
The proposal specified by Cheryl Hailstrom for the change in Lakeland Wonders was
partially appropriate for the organization. Cheryl had no option left other than introducing the
efficient employees like Pat Sampsen and Cecil in order to make sure that the non-productive
operation of the departments like the manufacturing and the design gets reduced. On the other
hand Cheryl was not able to transfer this concern to the actual responsible ones inside the
organization so that they could improve their performances by themselves and be away from
the unethical operations. Apart from this, Cheryl’s idea of the outsourcing the infrastructure
in the mid-market manufacturing was a notable step for the organization in achieving the
Bull’s eye deal that had the potential to see the organization achieve the desired sales goals.
But the specified speed requirement for the organization by Cheryl had considerable amount
of risk element associated with it according to many researcher.
Recommendations:
With reference to the Burne’s Speed and Scale Framework of change, Cheryl
Hailstrom should have communicated the gaps in the performances to the employees of the
mentioned departments of the organization with rapid speed and was in need to make sure
that the concerned employees be able to understand that the organization had every
knowledge of their misconduct. So they need to improve their operations.
The specified change of the market for the manufacturing and the viability of the
proposal of the outsourcing of the infrastructure in the mid-market needs to be evaluated by
the organization on the highest priority so that the implementation of the significant amount
of structural change required by the organization to achieve the Bull’s eye deal becomes easy.
The formation of the quality analyst’s team for the mid-market manufacturing is much
needed as the concern regarding the quality will also be there for the mid-market
manufacturing.
Conclusion:
On a concluding note, the organization was facing a significant decline in the quality
of the products and the sale of the products as well. In order to counter that, the management
of the organization introduced some effective plans. The plans were able to meet the concerns

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of the management but it lacked some basic ideas like the introduction of the faults to the
design and manufacturing sections that they were conducting and also the management was
not able to communicate any plan for monitoring the quality of the work in the mid-market
manufacturing. The plan will be a great success for the organization if these gaps are
addressed properly by the organization.

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References:
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change
work in progress. Routledge.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. Kogan Page Publishers.
Castellani, D., & Pieri, F. (2013). R&D offshoring and the productivity growth of European
regions. Research Policy, 42(9), 1581-1594.
Christopher, M. (2016). Logistics & supply chain management. Pearson UK.
Ellram, L. M., Tate, W. L., & Petersen, K. J. (2013). Offshoring and reshoring: an update on
the manufacturing location decision. Journal of Supply Chain Management, 49(2),
14-22.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Plugge, A., Bouwman, H., & Molina-Castillo, F. J. (2013). Outsourcing capabilities,
organizational structure and performance quality monitoring: Toward a fit
model. Information & Management, 50(6), 275-284.